Doc. No.
: 26071-100-GPP-GHX-00032
Job No.: 26071 Rev.000
FATIGUE MANAGEMENT PROCEDURE
PROJECT : Engineering, Procurement, Construction for
Refinery Development Master Plan (RDMP)
RU V Balikpapan
LOCATION : Refinery Unit V Balikpapan, East Kalimantan,
INDONESIA OWNER : PT PERTAMINA (Persero)
000 17 JULY 20 ISSUED FOR INFORMATION M. YUZAR V PAMBALASEN T [Link]
REV. DATE DESCRIPTION PREPARED CHECKED APPROVED
Doc. No.: 26071-100-GPP-GHX-00032
Job No.: 26071 Rev.000
REVISION LOG
REV. DATE PAGE DESCRIPTION
NO.
000 17 JULY 20 - ISSUED FOR INFORMATION
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TABLE OF CONTENT
1. INTRODUCTION .............................................................................................................................................. 1
2. PURPOSE ........................................................................................................................................................... 1
3. SCOPE................................................................................................................................................................. 1
4. DEFINITION & ABBREVIATIONS ............................................................................................................... 1
5. REFERENCES ................................................................................................................................................... 2
6. ROLES & RESPONSIBILITIES...................................................................................................................... 2
7. PROCEDURES .................................................................................................................................................. 4
7.1. SIGN AND SYMPTOMS OF FATIGUE ......................................................................................................... 4
7.2. HAZARD IDENTIFICATION.......................................................................................................................... 4
7.3. FATIGUE RISK ASSESSMENT...................................................................................................................... 5
7.4. FATIGUE CONTROL MEASURES ............................................................................................................... 5
7.5. EMPLOYEES AFFECTED BY FATIGUE ..................................................................................................... 6
7.6. TRAINING, EDUCATION AND COMMUNICATION ................................................................................ 6
7.7. IDENTIFICATION AND EVALUATION OF FATIGUE ............................................................................ 6
7.8. MONITORING AND EVALUATION ............................................................................................................. 7
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1. INTRODUCTION
This procedure is intended to provide understanding on issues related to fatigue and guidelines on prevention,
management and mitigation of fatigue in the workplace.
This procedure describes the fatigue management to be implemented in this project.
2. PURPOSE
The purpose of this procedure is to provide guidance to RDMP Balikpapan JO Project employees/employers on how
to systematically manage fatigue risks in the workplace so that the employees/employers comply with the legislative
and Owners requirements. The procedure will help employees/employers develop and implement a fatigue
management plan which will contain strategies to effectively control the risks of fatigue.
3. SCOPE
This Procedure has been developed for RDMP Balikpapan JO Project activities of all Groups, including sub-
contractors when their activities are performed in this Project area. This procedure outlines:
• The health and safety risks posed by fatigue.
• Background information on sleep and the body clock.
• The main causes of fatigue and provides strategies for managing the causes.
• Fatigue mitigation addressed through the fatigue management plan.
4. DEFINITION & ABBREVIATIONS
Contractor : RDMP Balikpapan JO, consist of 3 Operation Company (OC’s) as follow:
• Hyundai Engineering Company
• Rekind
• PP
Employee/worker : Any person who works on the site regardless of their employer. This includes
sub-contractors.
Extended shift : Time an employee is assigned to work that extends outside the regularly
scheduled shift hours and into other shifts.
Fatigue : Fatigue can be defined as a state of impairment that can include physical and/or
mental elements, associated with lower alertness and reduced performance. Signs
of fatigue include tiredness even after sleep, psychological disturbances, loss of
energy, and inability to concentrate.
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Owner : PT Pertamina (Persero) RDMP RU-V Balikpapan.
Project : Engineering Procurement Construction for Refinery Development Master Plan
(EPC for RDMP) RU-V Balikpapan.
Restorative Sleep : Sleeping through the night without awakening, or with few awakenings, and also
experiencing all the stages of sleep the body was meant to enjoy.
Subcontractor : Successful BIDDER(s) appointed by Contractor to provide services to
Contractor.
Shift Work : Shift work is an employment practice designed to make use of the 24 hours of
the clock rather than a standard working day. The term shift work includes both
long term night shifts and work schedules in which employees change or rotate
shifts.
5. REFERENCES
a) G01-GHX-J0001 Health, Safety, Security and Environmental (HSSE) Plan
b) 26071-100-G01-GHX-00002 Project HSE Plan
c) 26071-100-G01-GHX-00005 Health Management Plan
6. ROLES & RESPONSIBILITIES
6.1. Site Manager
JO’s Site Manager hold the ultimate responsibility for ensuring that this procedure is effectively communicated
and implemented by all workers in the Project. The Site Manager will be responsible for ensuring:
• This procedure is effectively implemented to prevent the workforce from excessive exposure to fatigue.
• Adequate resources are provided to monitor the effectiveness of this procedure.
• Suitable and adequate welfare and rest facilities are provided in work areas.
• Adequate resources should be provided to allow the plan to be properly implemented.
• All construction activities are properly planned, coordinated and executed.
6.2. Construction Manager
• Implementing this procedure at the workplace.
• Ensure that if a person’s capacity to work safely is reduced by fatigue they can notify their supervisor without
fear of adverse repercussions.
• Develop and implement agreed working rosters to ensure adequate opportunity for restorative sleep is
provided.
• Monitoring the application of this procedure and regularly assessing the suitability and adequacy of this
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procedure and identifying any aspects that can be improved and report.
6.3. HSE (Health and Safety) Manager
The JO’s HSE manager responsibilities are:
• Implementing and maintaining the procedure throughout the duration of the Project.
• Ensuring that this procedure is effectively implemented and diligently observed by all employees and
subcontractors.
• A proper work-rest regime has been planned and is being executed. Creating awareness on fatigue related
illnesses and injuries through training, notice boards and distribution of information leaflets.
6.4. HSE Chief & Construction Superintendent
The JO’s HSE manager responsibilities are:
• Assisting in the implementation of this procedure to minimize the causes of work-related fatigue.
• Ensuring that fatigue is considered in planning working location and scheduling.
• Consulting with appropriate Personnel, arranging suitable alternate duties (where possible) and/or a safe
location for a person impaired by fatigue.
• Ensuring that fatigue is considered in the investigation of any incident.
• Recognizing and assessing the signs, symptoms and management of fatigue.
6.5. All Employees & Subcontractors
• All employees and subcontractors are responsible to comply with the requirements outlined within this
procedure.
• Notify their Supervisor if:
- Their work performance is likely to be affected by fatigue; or
- There is any risk to themselves or others due to the effects of fatigue.
• Report any actual or potential fatigue risks.
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7. PROCEDURES
7.1. Sign and Symptoms of Fatigue
7.2. Hazard Identification
Risk factors for fatigue can be identified in a variety of ways. Typically, this would start with consulting the
workforce and contractors. In addition, examining records to look at incidents and health concerns that have
occurred previously sometimes provides useful information. Common factors that can contribute to the
development of fatigue are:
• Mental and physical demands of work
The mental and physical demands of work can contribute to an employee/worker becoming impaired by
fatigue in a number of ways. Concentrating for extended periods of time, performing repetitious or
monotonous work or performing work that requires continued physical effort can increase the risk of
fatigue by producing mental and/or physical tiredness.
• Work Scheduling and Planning
The way work is planned and scheduled, the time work is performed and the amount of time worked can
increase the risk of fatigue. Scheduling work in a way that fails to allow employees/workers enough time
for travel to and from work and/or physically recover and socialize can produce fatigue. Working at times
when employees/workers are biologically programmed to sleep (which can disrupt an employee/worker’s
body clock) and working for long periods of time can also produce fatigue. Particular issues to look for
include:
- night shifts, including the number of consecutive night shifts
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- Long hours of work in a single shift, or across a shift cycle, or because of On‐call duties. This
includes travel time, especially for remote sites
- short breaks between or within work shifts
- shift start/finish times (e.g. a start time between 10pm and 6am)
- changes to rosters
- Unplanned work, overtime, emergencies, break downs and call outs.
• Work environment conditions
Working in harsh and/or uncomfortable environmental conditions can contribute to the risk of fatigue in
a number of ways. Heat, cold, noise and vibration are some of the environmental conditions that can make
employees/workers tire quicker and impair their performance.
• Excessive commuting times
Having to travel long distances before or after work is an important potential cause of fatigue.
• Individual and non‐work factors
In addition to the work‐related factors that contribute to fatigue, it is important to identify factors that
cause fatigue due to sleep deprivation. These include:
- Health conditions: e.g. insomnia, sleep apnea, or alcohol or drug dependence.
7.3. Fatigue Risk Assessment
Assessing hazards related to fatigue means looking carefully at the identified fatigue risk factors to decide
whether they have been eliminated or adequately controlled.
Priority should be given to risk factors likely to result in significant fatigue, even if they are relatively rare,
and to common risk factors that can be easily controlled.
The results of the risk assessment should be clearly recorded.
7.4. Fatigue Control Measures
• Contractor must provide adequate rest periods for employees. It is recommended that rest periods between
shifts be at least 10 hours. If an employee is required to work longer than the normal allocated,
consideration should be given to their start time for the next shift.
• Where employees are required to work an extended shift, (i.e.: greater than 12 hours), consideration
should be given to:
- Maximum overtime on site is 15 (fifteen hours) in one day work cycle.
- At least 10 hours break should be given taking into consideration travel time, eating, socializing,
relaxing and sleeping.
- Adequate rest breaks should be given during the work shift.
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• Where an employee is required to change shift from day to night shift, and vice versa, they should be
given a full 24-hour rest period prior to commencing the new shift.
• All employees shall not work more than thirteen (13) days straight without taking a day rest.
• To effectively manage fatigue caused by on call work, consideration is to be given to:
- Limiting the number of consecutive 24-hour periods that an individual is on call.
- Rostering more than one person to be on call at any time so that someone who is not well rested is
not required to work.
- Plan to have workers transported to and from site.
7.5. Employees Affected by Fatigue
• Where a person is not fit for duty and required to leave site, transport will be provided for that person to
their home or suitable place for rest.
• Where suitable alternate duties are required, develop suitable controls to minimize the effects of fatigue.
7.6. Training, Education and Communication
Education on the causes, risks and consequences of fatigue must be given to employees through awareness
training the awareness training should include the basic scientific principles of sleep, sleep disorders,
alertness, circadian rhythm , medication causing sleep, jet lag, etc. The importance of rest breaks, good
posture, etc. should also be inculcated. With this knowledge, employees will understand fatigue issues better
and this will help them reduce the fatigue risk for themselves, other employees and the people they may
supervise and manage.
7.7. Identification and Evaluation of Fatigue
Self-monitoring
• Employees should be continuously aware of their level of fatigue and take appropriate steps to enhance
their alertness while on duty. An employee who is too fatigued to work safely, shall report this to their
superior.
• Individuals doing shift work and others who may be involved in working extended hours during plant
shutdowns, turnarounds etc. shall use their free time off the job to get appropriate sleep and maintain their
alertness and fitness for duty.
Peer to peer monitoring
Individuals should be alert to evidence that others in the workplace may be fatigued. Their concerns should
be highlighted to the superior.
Superior monitoring
Superiors shall be alerted to signs of excessive fatigue in employees and contractors. They shall be given the
authority to take the necessary steps to ensure that an individual who is fatigued is removed from his work.
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Individuals who experience repeated bouts of excessive fatigue shall be referred to a health professional for
further evaluation and advice.
7.8. Monitoring and Evaluation
• The procedure must be reviewed when there is any indication that fatigue risks are not being controlled.
The hours worked by all employees/workers, including management, should also be monitored and
evaluated as part of the fatigue management procedure. Incident investigation tools must be able to
identify the contribution that fatigue may make to incidents.
• Further review of control measures should be undertaken when methods, tasks, equipment, hazards,
operations, procedures, rosters or schedules are introduced or the environment changes or there are any
indication risks are not being controlled.
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